Effective process design and management sits at the heart of every effective quality system. Such efficiency rarely occurs by accident or good fortune though. It occurs by analysing and improving processes on a continual basis. Involving employees, empowering them, and bringing them into decision making process also creates the opportunity for continuous process improvement.
• Have the insight and confidence to map new processes • Identify process gaps and current processes for improvement • Apply best practice BPM techniques to your organisation • Demonstrate a practical knowledge of process modelling and charting tools • Practice process mapping (flowcharting) tools and techniques and recognise where they can be applied • Describe the principles of Lean and the benefits of applying Lean concepts across a business • Realise the impact Six Sigma has on customer focused processes
Who Should Attend?
• Managers • business improvement leaders • All quality professionals who are tasked with improving organizational performance in a practical way.
Day One: Defining business improvement opportunity
• Business Process Mapping – The underlying principles • Analysing customer and market impact on the business • Process selection definition
Day Two: Process mapping (flowcharting) tools and techniques
• Key terms in business process mapping • Value stream mapping processes • SIPOC process maps • Swimlane process maps • Activity diagrams
Day Three: Lean Thinking
• The Lean Organisation and Flexibility • “Value-Adding” and “Non Value-Adding” • The Eight Wastes (Muda) • Visual Management • Standard Operations • Kaizen and the PDCA Cycle
Day Four: Six Sigma
• What is Six Sigma? • Design concepts of Six Sigma methodology • Collecting and using data accurately and efficiently • Regular improvements and continuous breakthrough • Financial analysis as a facilitator of process improvements
Day Five: Total Employee Involvement (TEI)
• Involvement in improving quality and increase productivity • Effective decision making, using knowledge of the process • Gaining buy-in to support improvement activities • Collaborative cross functional teamwork to take corrective action
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